5 process-oriented framework. We then employ the measure in an examination of the relationship between the business process performance and organizational performance, finding significant differences in the strength of the relationship between industry sectors. This study reinforces the need to consider the specific context of use when designing performance measurement for IT-intensive systems, and highlights the need for further research examining contextual moderators to the realisation of such performance benefits. Article Outline 1. Introduction 2. Theoretical framework 2.1. The business value of BI systems 2.2. A process-oriented approach to the business value of IT 3. Methodology for developing the construct measure 3.1. Specify the domain of the construct 3.2. Generating a sample of items to measure business value of BI systems 3.3. Collect data and purify measure (pilot test) 3.4. Data collection 3.5. Data analysis Exploratory factor analysis 3.6. Interpretation of the factors 3.7. Assessment of measurement properties 4. The relation between business process and organizational performance 4.1. Context of use testing the effect of industry type 5. Limitations 6. Conclusion and managerial implications Appendix A. Prior studies about the performance impact of IT in the accounting information systems literature Appendix B. The survey instrument of the business value of business intelligence systems References İİ SS MM MM MM OO BB i l gg i yy ee EE rr i şş im i MM ee rr kk ee zz i 5

6 Information technology, contextual factors and the volatility of firm performance Pages Kevin Kobelsky, Starling Hunter, Vernon J. Richardson Abstract This study uses previous theory developed in the IT implementation literature and the information processing view of the firm to empirically investigate the impact of IT investments and several contextual variables on the volatility of future earnings. We use InformationWeek 500 data on IT spending from to find evidence that IT investments increase the volatility of future earnings but that this impact is highly contingent upon three firm level contextual factors sales growth, unrelated diversification, and size. These factors can lead to conditions in which IT increases or reduces earnings volatility. Taken together, these results may help explain what has recently been termed the new productivity paradox, i.e., the apparent underinvestment in information technology despite evidence of highly positive returns for doing so, and suggests settings where managers may be under- or over-discounting returns on IT investments. Article Outline 1. Introduction and motivation 2. Literature review and hypotheses development The implementation risk view The information processing capability view 2.2. The moderating effect of context according to the implementation risk view H2a competition H2b sales growth H2c,d related and unrelated diversification of product markets H2e firm size 2.3. The moderating effects of context according to the information processing capability view H3a competition H3b sales growth İİ SS MM MM MM OO BB i l gg i yy ee EE rr i şş im i MM ee rr kk ee zz i 6

7 H3c,d related and unrelated diversification of product markets H3e firm size 3. Model and methods 4. Data 5. Results 5.1. Direct effects only models 1 3, 5 7 comparison to prior research 5.2. Moderating effects models 4 and 8 tests of hypotheses H1: IT's net direct effect H2a/3a competition H2b/3b sales growth H2c/H3c, H2d/H3d and H2d/H3d related and unrelated diversification H2e/H3e firm size 5.3. Results summary 6. Conclusion References Management based critical success factors in the implementation of Enterprise Resource Planning systems Pages Joseph Bradley Abstract This study examines critical success factors for implementing Enterprise Resource Planning systems using the framework of classical management theory. The study is motivated by conflicting results in earlier studies examining critical success factors in Enterprise Resource Planning implementation, many of which are anecdotal in nature. Ten critical success factors in ERP systems implementation proposed in past literature are selected. The relationship between each of these factors and project success is examined. Project success is defined as organizational impact and on time and on/under budget project completion. Eight implementation projects were qualitatively analyzed using the case study method to examine the proposed relationships. The findings suggest that choosing the right full time project manager, training of personnel, and the presence of a champion relate to project success. The use of consultants, the role of management in reducing user resistance and the use of a steering committee to control İİ SS MM MM MM OO BB i l gg i yy ee EE rr i şş im i MM ee rr kk ee zz i 7

8 the project do not appear to differentiate successful and unsuccessful projects. Integration of ERP planning with business planning, reporting level of the project manager, and active participation of the CEO beyond project approvals, resource allocation and occasional project review, are not found to be critical factors of success. Considering the financial cost and risk associated with these projects, a better understanding of critical success factors will enable practitioners and academics to improve the chance of success in the implementation projects. All organizations implementing ERP, especially small and mid-sized enterprises with limited resources, will benefit from this knowledge. Article Outline 1. Introduction 2. Literature review 2.1. Critical success factors 2.2. Success measurement 2.3. Planning 2.4. Organizing 2.5. Staffing 2.6. Leading 2.7. Controlling 3. Research methods 3.1. Introduction to cases Case The company The project The propositions Results Case The company The project The propositions Results Case 3 İİ SS MM MM MM OO BB i l gg i yy ee EE rr i şş im i MM ee rr kk ee zz i 8

9 The company The project The propositions Results Case The company The project The propositions Results Case The company The propositions Results Case The company The project The propositions Results Case The company The project The propositions Results Case The company The project The propositions Results 3.2. Case summary 4. Discussion of results 4.1. Planning 4.2. Organizing 4.3. Staffing 4.4. Leading İİ SS MM MM MM OO BB i l gg i yy ee EE rr i şş im i MM ee rr kk ee zz i 9

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